One of the toughest challenges facing FinTech leaders today isn’t just developing game-changing products or expanding into new markets. It’s finding the people who can keep your business on the right side of constantly changing regulatory demands. And that’s not just a legal box to tick - it’s a core driver of trust, market access, and long-term viability.
"I’ve seen both sides of the table - inside fast-growth FinTech’s grappling with new regs across multiple markets as a consultant, and now as someone who helps our clients hire the right compliance talent to stay ahead."
The pace of change is relentless. PSD2 becomes PSD3. New AML directives drop. Crypto markets fluctuate, and suddenly you’re facing new licensing requirements. And it’s not just Europe - global expansion brings in layers of complexity from the US, APAC, and emerging markets too. In this kind of environment, hiring someone who merely knows the rules isn’t enough. You need people who understand how those rules interact with your business model. People who can partner with product and engineering, influence the board, and help you scale - without scaling your risk exposure at the same time.
Well, let’s start with the obvious: generalist recruitment doesn’t cut it here. You’re not just looking for someone with “compliance” on their CV. You need candidates with deep domain knowledge - of payments, of crypto, of embedded finance - and an up-to-date view of the evolving RegTech landscape.
This is why we, as specialists in FinTech human capital, approach this challenge very differently. We don’t just look for people who meet a list of regulatory acronyms. We look for people who’ve helped launch products under tight timelines, responded to regulator audits with confidence, and guided their business through new market entries. That means understanding the nuances of roles like:
It’s about strategy. Smart FinTech’s know they won’t always find the perfect candidate already working in an identical role. So we help them think laterally - looking at candidates from adjacent industries with transferable knowledge, or developing talent internally with the right training pathways.
In fact, some of the most successful compliance functions we’ve seen are the result of long-term internal investment. That might mean upskilling legal or operations team members with formal training. Or it could be pairing new hires with experienced mentors who can accelerate knowledge transfer and build capability fast.
Of course, this all depends on culture. If your company truly values compliance - not just as a function, but as a mindset - you’ll have a much easier time attracting the right people. That means showing you take ethics seriously, that your leadership supports compliance, and that you don’t cut corners just to hit short-term growth goals. Trust me, experienced professionals can spot the difference a mile off.
Once you’ve found the right people, how do you keep them?
Simple - make sure they’re seen, heard, and supported. That could be through a seat at the strategy table. It could be professional development and certification budgets. Or just giving them the space to do the job properly, with the right tools and headcount.
Compliance may not be seen as glamorous. But for the people working in it, it’s a high-stakes role. When things go wrong, they’re the first ones under scrutiny. So they need to know they’re backed, not just when it’s easy - but especially when it’s hard.
And one final note: don’t underestimate the value of specialist networks. When we support hiring for compliance and RegTech roles, we don’t just post a job and wait. We tap into a global network of senior leaders, advisors, and rising stars - people who’ve proven themselves in tough environments and who often aren’t even actively looking. That’s how we help our clients get ahead.
Because in this market, being reactive won’t cut it. If regulatory compliance is critical to your success - and for most FinTech’s, it is - then your talent strategy needs to reflect that urgency.
If you’d like to discuss how to strengthen your compliance function, or find the kind of talent who can keep your business ahead of the curve, feel free to get in touch.
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When it comes to building high-performing fintech teams, one question keeps coming up: Should we hire globally or locally? It’s a conversation we’ve had with dozens of clients over the past year - and there’s no one-size-fits-all answer. In a sector where talent is scarce, skills are specialised, and collaboration is key, where someone works is just as important as what they do. Here’s how we help our clients think through the remote work dilemma - and what we believe fintech leaders should consider when making these strategic hiring decisions.
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